Gonzalo Jiménez-Seminario
Professor of Corporate Governance, Strategic Innovation and Family Business at University Católica de Chile
Gonzalo JIMÉNEZ-SEMINARIO is Professor of Corporate Governance, Strategic Innovation and Family Business at University Católica de Chile. Formerly, he led the Family Business Governance Centers of two top business schools of Latin America.
Gonzalo is Founding Partner at PROTEUS, a strategy & governance consulting firm (est. 1995) advising large business groups in Latin America. He is non-executive director of three family business groups and advisor to the Chilean Association of Entrepreneurs. He serves on three editorial advisory boards. Gonzalo holds a Doctorate in Governance (University of Liverpool,UK), an MBA from PONTS–ParisTech (France); a MSc. in Finance and Economics degree from Universidad de Chile. He was the first Luksic-Rockefeller Scholar at Harvard University.
He was nominated among the “10 Superstar MBA Professors” by Capital Magazine and has co-authored several books on governance. He served as Guest Co-Editor of Corporate Governance: International Review.
His doctoral dissertation received two Best Paper Awards by the British Academy of Management (2018 and 2019) and is been converted into a Palgrave book on corporate governance in Latin America.
As a frequent speaker at global family business and corporate governance conferences facilitating highly interactive workshops around the world, Gonzalo has become a well-known “global scholar”.
Session
Owning the Hidden: Revitalizing Unknown Japanese Family Cultures Through the Tapestry of Family Business
Workshop
Ancestral Japanese arts and traditions, such as Japanese calligraphy or Kabuki performance, are becoming increasingly popular worldwide. However, there are many hidden, unknown cultural activities which have lasted many centuries, and unfortunately some might disappear shortly if not taken care of. Music instruments like Biwa, Koto Nagabue, face painting of Kabuki called Kumadori, Shironuri for the ladies with Kimono are so delicate and precious but stand still ready to be forgotten or -hopefully- recovered. But, how? Yoshihiro started his business by nicely integrating these traditions, without losing their authentic value. His goal is to make these cultures known and appreciated internationally, Interestingly, he has pivoted his entrepreneurial family-backed project as a kind of coherent ensemble encompassing many of such noble antique practices, freshly enabled by digital technologies.
How do you drive innovation of 370 years Family Business? Wisdom of Persistency
Plenary
This plenary session would allow all international participants to get into Japanese culture of tradition and innovation in the context of a family business.
In a dialogue, Gonzalo will introduce Nagamitsu, the current Iemoto - head of the 11th generation of his family, that has been practicing the tea ceremony for over 370 years. Nagamitsu will explain that the Iemoto plays a crucial role in passing down the family's art and traditions, while also adapting the business to modern changes, such as the recent division into two separate brands. He will also highlight the challenges faced in ensuring family succession. The education of the next generation is important to keep the family's culture alive.
A Third Generation at Crossroads: Entrepreneurs or Investors? Owning the Unknown Future of a Chilean Entrepreneurial Legacy
Case Study
Gain an insider`s view onto the transition process and strategic evolution of a Chilean entrepreneurial dynasty passing onto its third generation.
The coming gen faces the dilemma of attempting to pursue the long-established entrepreneurial path as former leader of the retail and automotive industries or reinventing itself as a professional investor playing in the global financial markets. This theme encompasses the governance of family legacy, adaptation to economic and personal changes, and the search for its true soul, including the unfathomable dream of preserving its entrepreneurial roots whilst daring to explore the freedom of casting a new corporate identity.